"They understood exactly what we needed, provided valuable insight into our markets, and they knew how to articulate the realities of Asia to our headquarters."

Organizational Structuring

In Asia's complex mulit-country environment, effective organizational structuring is essential to ensure the speed and adaptability required to the benefits of each market. Effective organizational structure can provide a competitive advantage, but it needs to be specifically designed to support the company's goals. Organizations that succeed in Asia are able to understand the differences of the markets that they operate in and build both systems and structures to enable them to make important decisions well and make things happen quickly.

Without strong structures and processes for your business in Asia, organizations may be inadequately prepared to make these decisions and act on them. Our unique approach involves analyzing your entire network to help you understand the way people currently collaborate and make decisions and then identify any gaps in structure and process. Our experience is particularly effective for companies that have made initial investments in the region but are not achieving the results or growth that they would like.

Woodward Partners worked with a manufacturing company to develop an organizational structure to turnaround years of stagnant growth and support a growth strategy targeting specific segments in specific countries.

What factors should firms consider before expanding into foreign markets? How can firms benefit most from their experience and from the experiences of other firms? Prof. Rob Solomon of the NYU Stern School of Business and author of Learning from Exporting: New Perspectives, New Insights (2007) explores these questions.

Prof. Nitin Pangarkar of the NUS Business School and authority on China and India looks at the implications of the emergence of "Chindia," dispels common misconceptions about these fast growing economies, explores opportunities, and outlines five rules of thumb for effectively integrating "Chindia" into a global strategy.

The complexities of Asia present many companies with daunting challenges to effective collaboration and governance. Value Network Analysis (VNA) offers companies a way to gain clarity, pinpoint deficiencies, and realize maximized benefit from an extended network of people and organizations. VNA is gaining traction among researchers and practitioners from a wide range of fields. A brief VNA case study is also presented.